The Eight Paradoxes of Great Leadership

Embracing the Conflicting Demands of Today's Workplace

Tim Elmore

• Publisher: HarperCollins Leadership
• Year: 2021
• Print ISBN: 9781400228294
• eBook ISBN: 9781400228317
• Topic: Business
• Subtopic: Management
• Index: Business

Become a next generation leader—rich in emotional and social intelligence and orchestrating outstanding collaborative results—by mastering these eight status quo-shattering paradoxes.

The Eight Paradoxes of Great Leadership unpacks the fresh strategies and new mindset required today from a next generation leader.  

Author Dr. Tim Elmore helps leaders of all kinds navigate increasingly complex, rapidly changing environments, as well as manage teams who bring a range of new demands and expectations to the workplace that haven’t been seen even one generation prior.

After working alongside John C. Maxwell for twenty years, Tim offers counter-intuitive paradoxes that, when practiced, enable today’s leader to differentiate themselves and better connect with their team and customers. The book furnishes ideas that equip leaders to inspire team members in a way a paycheck never could. 

Having trained hundreds of thousands of young professionals to develop into leaders—Dr. Elmore shares the secrets of next generation leaders who have practiced the unique paradoxes outlined in this book and inspired their team members in a way that a paycheck never could. 

In The Eight Paradoxes of Great Leadership, readers will: 

• Learn how today’s team members require a combination of different qualities from their leaders than they did in even the recent past;
• Grasp the importance of eight key paradoxes that are critical for next generation leaders to put into practice right now;
• Be inspired by historic and modern-day leaders who lived the eight paradoxes; and
• Understand how they too can lead with the eight paradoxes, guiding them to emotional and social intelligence that resonates with their teams and leads to outstanding collaborative results.

INDEX

ABC, 22–24, 177

Abernathy, Ralph, 66

Abrashoff, Michael, 95–96

absence, 69, 78–79, 84

absentee leadership, 3–5, 74

accountability, 84, 169

action steps, in crises, 117

active listening, 124–25

adaptation, 18–19, 89, 185–90

Adizes, Ichak, 77, 143

Adolescent stage, of life cycle, 77, 143

adversity, 4–5, 18–19

agricultural age, 185

Ahrendts, Angela, 129–31, 148, 185–86, 196

Alexander the Great, 38, 154, 178, 179

amygdala, 34, 35, 134, 139, 207–10

anxiety, 8, 113, 167, 168

Apollo 11 mission, 63–64

Apple, 57, 130–32, 154, 157, 179

Armstrong, Neil, 63

arrogance, 32

Arthur Andersen, 195

Art of the Trench (platform), 130

Asculum, Battle of, 100–101

assessment, 81–82

Atlanta, Ga., 17

attitudes, 84

attunement, 119

Augustus, Caesar, 38

authenticity, 33, 72, 73, 122

average, being, 159–62, 164

Baby Boomers, 10, 54, 102, 119

Bailey, Christopher, 130

Bannister, Roger, 162, 189

Baum, Frank, 202–3

BEAUTY framework, 192

belief, 117, 171

belonging, 34, 209–10

Benz, Carl, 60

Biden, Joe, 5

Big IDEA framework, 80–84

big-picture thinking, 111–14, 122–23

Bill of Rights, 183

Bit Market principle, 99–100

BlackBerry, 140

Blakely, Sara Treleaven, 43–48, 55, 196

blind spots. see vision and blind spots paradox

Blizzard metaphor, 145

Bloch, Henry and Richard, 188

Blockbuster Video, 58–59

Bloomberg, Michael, 185

blue ocean strategies, 58–59

Blue Ocean Strategy (Kim and Mauborgne), 58

boasting, 40

Bojaxhiu, Agnes. see T...

Table of contents

• Cover
• Title Page
• Copyright
• Contents
• Foreword by John C. Maxwell
• Paradoxical Leadership in a Complex Age
• Paradox One: Uncommon Leaders Balance Both Confidence and Humility
• Paradox Two: Uncommon Leaders Leverage Both Their Vision and Their Blind Spots
• Paradox Three: Uncommon Leaders Embrace Both Visibility and Invisibility
• Paradox Four: Uncommon Leaders Are Both Stubborn and Open-Minded
• Paradox Five: Uncommon Leaders Are Both Deeply Personal and Inherently Collective
• Paradox Six: Uncommon Leaders Are Both Teachers and Learners
• Paradox Seven: Uncommon Leaders Model Both High Standards and Gracious Forgiveness
• Paradox Eight: Uncommon Leaders Are Both Timely and Timeless
• A New Kind of Leader
• Acknowledgments
• Endnotes
• Index
• About the Author